CONTENTS

CHAPTERS TITLE PAGE NO

CERTIFICATE
COMPANY CERTIFICATE
DECLARATION
ACKNOWLEDGEMENT

CHAPTER-1 EXECUTIVE SYNOPSIS

CHAPTER-2 INDUSTRY PROFILE

CHAPTER-3 COMPANY PROFILE

CHAPTER-4 CONCEPTUAL FRAME WORK

CHAPTER-5 RESEARCH METHODOLOGY

CHAPTER-6 DATA ANALYSIS & INTERPRETATION

CHAPTER-7 FINDINGS AND SUGGESTIONS

ANNEXURES QUESTIONSNAIRE

BIBILOGRAPHY

1
 CHAPTER -1
INTRODUCTION

2
 INTRODUCTION

With a growing number of studies examining staff opinions on HR processes,

the SHRM field is being challenged to monitor how more information
develops. This paper presents a systematic review of personnel ideas of HR
processes in terms of 1) how they are assessed (such as preamble, mediator, or
outcome), 2) theater theories describing the structure, and 3) the type of HRM
staff opinions that are used in existing research SHRM. The findings show
how the current dispersed methods are scattered about how the views of HRM
staff are tested. In addition, theoretical frameworks that have been used to
support and support staff perspectives on HRM, have been used, indicating
that a single perspective on employees' views on HRM seems unlikely.
Finally, a variety of descriptive and analytical ideas have been used.
Recommendations and methods for future research to gain a broader
understanding of employees' views on HRM are provided.

Using the SHRM process model (Nishii & Wright, 2008), researchers within
the SHRM field explained the process for the development, implementation,
and ideas of HR policies and procedures, from different stakeholders, and how
this applies to organizational performance. An important aspect of this model
is the special attention given to the potential differences between targeted and
improved HR processes by management, actual or applicable HR processes in
line management, and thoughtful HR processes by staff (Nishii & Wright,
2008). Based on the work of Bowen and Ostroff (2004) and Nishii and Wright
(2008), the role of staff in investigating this relationship received growing
attention, namely that 40% of studies over the past four years incorporated
staff views on HR processes. there. to study the relationship between HRM
and performance (Beijer et al., 2019). This has resulted in a variety of thought
models in which staff perceptions of HR processes have been explored (Wang
et al., 2020). This study has shown that employees 'perceptions of HR
processes have an impact on employee behavior, rather than moderate HR
procedures, which indicate the importance of investigating employees'

3
perceptions of HR processes (Den Hartog et al., 2013; Jensen et al.., 2013;
Kehoe & Wright, 2013).

With a growing number of studies examining staff opinions on HR processes,

the SHRM field is being challenged to monitor how to improve collective
understanding. Existing SHRM literature assessed employee perspective on
HRM using different theater angles, which led to the study of a variety of
models that incorporate HRM staff ideas such as preamble, mediator, or
outcome (Beijer et al., 2019; Wang et al., 2020). In addition, there is a lack of
transparency in the ideas used to capture employees' views on HR processes.
This is problematic, as it has been argued that different employee perceptions
of HR processes may have a different relationship to both actual HR methods
and outcomes (Beijer et al., 2019; Boon et al., 2019; Wang et al., 2020). To
date, we do not have a comprehensive overview of how HRM employees
'ideas work as a precursor, mediator, and outcome, theoretical ideas that
represent employees' views on HRM, and the ideas used to evaluate staff
opinions on HR processes. As such, it is important and timely to review
progress and identify areas for improvement in the application of staff
perspective in personnel research.

Therefore, the purpose of this study was tripled. First, we look back and map
out how HRM staff opinions are evaluated (such as preface, mediator, or
outcome) in existing SHRM publications. Second, we identify key theater
frameworks and ideas that promote and support staffing in HRM used in
existing SHRM publications. Third, we analyze how employees' ideas about
HR processes are considered and used in intelligent research. Based on this
review, we look forward to, and provide important ways in which the
application of employee experience in HR processes can contribute to a more
complete understanding of the actual HRM impact on employees and
organizational outcomes.

We are expanding the recent review of HRM staff views (Beijer et al., 2019;
Wang et al., 2020). Beijer et al. (2019) provided an in-depth review of staff

4
considerations of HR processes. Our review builds on, but goes beyond Beijer
et al. (2019), with a focus, not only on the consideration of HRM staff
opinions, but also on how HRM staff ideas can serve as a precursor, mediator,
or outcome in SHRM research, and we formulate a theater ideas used to
explain these constructs in existing HRM research . Second, we build on the
review of Wang et al. (2020) but expand their work by mapping and compiling
documents on how staff ideas for HR processes are considered, what type of
theater ideas used, and how these constructs are measured. On the basis of
this, we formulate recommendations for future research that suggest they are
central to a deeper understanding of how employees perceive HRM.

Below, we first provide an overview of how HRM staff ideas are developed
(such as preamble, mediator, or outcome), drawing from the SHRM process
model (Nishii & Wright, 2008). We then identified and explained in detail the
key theater frameworks that represent and support the vision of staff in HRM
and describe the different types of thinking that have been used in existing
SHRM research. Next, we review the existing SHRM literature for these three
sections and present the compilation of our findings. Finally, we offer
recommendations for future research on employee feedback on HRM.

EMPLOYEE PERCEPTIONS OF HRM AS AN ANTECEDENT,

MEDIATOR, OR OUTCOME:

Nishii and Wright (2008) developed a SHRM process framework to open the
link between HRM and performance to illuminate processes where HR actions
affect organizational performance (Jiang et al., 2013). The beginning of the
SHRM process model is the concept of diversity. The model differentiates
between HR processes such as targeted HR processes, i.e. paper organization
processes, paper-based or actual processes used by line managers, and HR
processes as adopted by staff (Nishii & Wright, 2008). With regard to staff

5
perceptions regarding HR processes, the SHRM process model suggests that
such views may differ from HR practices implemented in line management.

According to the SHRM process framework, employee feedback on HRM can

serve as a prelude, mediator, or outcome variable. That is, employees'
perceptions of HRM are included as a precursor to predict employee
responses, such as attitudes and behaviors of employees (Liao et al., 2009). In
addition, staff opinions on HRM are included as a mediator in the SHRM
process framework. Specifically, the SHRM process framework argues that
the way managers use HR processes, influences how employees evaluate (i.e.
actual compared to the imaginary HRM). Therefore, it has been argued that
employees' views on HRM serve as a means of mediating the relationship
between HRM limited management and employee attitudes and behaviors
(Nishii & Wright, 2008). Finally, staff perceptions about HRM may also be
seen as the variability of the result predicted by actual HR processes.

6
THEORETICAL PERSPECTIVES THAT EXPLAIN THE EMPLOYEE
PERSPECTIVE ON HRM:

Important theater ideas that promote and support the workforce of HRM are
now under discussion. We divided the theater ideas into three categories based
on their focus. The first set of theater ideas focused on the interpersonal
relationships between the individual and the organization. These ideas stem
from the exchange relationship between the organization and the employee,
and focus on the idea that organizations provide incentives (i.e. HR
procedures) to their employees and that based on how employees perceive
these incentives, they contribute to the organization (Takeuchi et al., 2007).
Second, a set of theoretical theories based on how an organization
communicates with its employees is evident. These theater ideas highlight the
high-level focus from organizations to their staff. Finally, a number of theater
theories focused on defining the welfare of employees are based on
occupational health science literature. These theater ideas focus on the impact
HR processes have on individual well-being and clearly consider the potential
negative effects of HRM on employee health (Jackson et al., 2014; Jiang et al.,
2013). An overview of theoretical ideas in each of the three categories can be
found in Figure 1.

7
Figure 1. Theoretical Perspectives Used to Explain Employee Perceptions of
HRM.

THEORETICAL PERSPECTIVES FROM AN EXCHANGE

RELATIONSHIP PERSPECTIVE

The Social Exchange Theory (hereinafter referred to as the SET) provides a

framework for understanding the quality of trade relations at the individual
level and at the organizational level (Blau, 1964). The practice of revenge
within these exchanges is central to this view. From this perspective, social
exchanges can be seen as voluntary. These actions can be attributed to the way
an organization treats its employees (Gould-Williams & Davies, 2005). Based
on the way the organization treats its employees, it is said that benefit workers
feel the need to respond differently (Blau, 1964). Especially with regard to HR
processes, SET is useful in explaining how HR actions can motivate

8
employees, as the exchange of resources and benefits shapes public relations
(Jiang, 2016; Jiang & Li, 2018; Lepak et al., 2012); 2018).

A psychological contract is a form of interpersonal relationship between

employer and employee, representing beliefs, informal commitment and
existing ideas between employer and employee (Rousseau, 1989). A mental
contract is a relationship between employer and employee where both parties
do not explain each other's expectations (Rousseau, 1989). A set of obligations
and promises are represented in this contract. In addition, the psychological
contract states that these commitments and promises made between the two
parties are actually fulfilled (Lepak et al., 2012; Rousseau, 1989).

Closely related to the ideas of social exchange, violations and expectations, is

the theory of equality (Adams, 1965). This theory is used to evaluate fairness
and does not focus too much on the results themselves but rather on whether
the results are considered fair (Lepak et al., 2012). In order to determine the
degree to which a result is considered fair, one considers the value of the input
and the results. This measure provides the employee with information about
equality or inequality (Lepak et al., 2012).

Man's equality with nature (P-E) focuses on the similarities between man and
certain elements from space (Kristof-Brown et al., 2005). Examples of
personal characteristics are the needs, values, and goals that a person has. On
the other hand, factors from the environment include internal and external
rewards, job requirements, and cultural values, among others (Kristof-Brown
et al., 2005). Studies have shown that harmonization between individuals and
communities leads to individual and organizational benefits, and has a positive
effect on employees' attitudes and behavior (Boon et al., 2011; Kristof-Brown
et al., 2005; Lepak et al., 2012).

9
THEORETICAL PERSPECTIVES THAT FOCUS ON
ORGANIZATIONAL COMMUNICATION

In 2004, Bowen and Ostroff presented a framework outlining how the HR

process can encourage employees to adopt the desired behavior and ultimately
contribute to achieving organizational performance, also called HRM system
capabilities. This image builds on Kelley's characteristic theory (1967), which
aims to clarify how the cause is thought to be the cause. These symptoms are
people's beliefs about the motivations for success and failure that occur and
that affect their expectations and behavior (Martinko et al., 2007). Based on
attribution theory, a robust HRM system involves having employees
experience a high HRM system with diversity, consistency and consistency
(Bowen & Ostroff, 2004). First, the degree to which HR processes are easy to
differentiate, so as not to confuse, have legal authority, and people see them as
important in an important purpose, is called diversity (Bowen & Ostroff, 2004;
Lepak & Boswell, 2012). Second, consistency refers to the achievement of the
impact of HR processes over time (Kelley, 1967). Finally, consensus is about
co-ordination between the senders of HR-transmitted messages (i.e. the
agreement between HR departments and line managers) and is about the
fairness of the HRM system (Bowen & Ostroff, 2004).

The structure of HR annotations is based on the concept of social attribution

(Fiske & Taylor, 1991). According to this theory, people value social status
differently and based on how they interpret this, they respond differently to the
attitudes and behaviors expressed (Fiske & Taylor, 1991; Nishii et al., 2008).
The reasons why managers adopt HR procedures are called HR attributions
(Nishii et al., 2008). Related to employees' perceptions of HR processes,
research has shown that employees have different qualifications regarding the
reasons why HR procedures are performed in organizations (Hewett et al.,
2018; Shantz et al., 2016; Van De Voorde & Beijing, 2015).

10
The process of understanding communication and the environment is
understood through the lens of social information processing theory (Salancik
& Pfeffer, 1978). This view supports the view that the social environment in
which workers work affects their attitudes toward organizations (Jiang & Li,
2018; Takeuchi et al., 2009). According to this view, the social environment
creates diversity in individual perceptions of work characteristics and these
experiences influence a person's attitude and behavior. This view is also
reflected in the power of the HRM system, as the interpretation of the HR
system influences the consensus of all employees (Bowen & Ostroff, 2004;
Wang et al., 2020). Finally, a related theory that focuses on organizational
communication to employees, by sending signals to employees, is a signing
theory (Spence, 2002). According to this view, the HR processes offered by
the organization affect the way employees perceive HR processes, due to the
criteria used by management (Wang et al., 2020).

THEORETICAL PERSPECTIVES FROM AN OCCUPATIONAL

HEALTH PERSPECTIVE

The third category of theater ideas focuses on defining the well-being of

employees. Taken from the demand management model (D-CM) (Karasek,
1979) and the job requirements model (JD-R) (Demerouti et al., 2001) HRM
Specialists (Jackson et al., 2014; Peccei et al.., 2013 ; Van de Voorde &
Boxall, 2014) have begun translating HR processes through job requirements
and resources. Job demands, such as heavy workload and emotional needs, can
be attributed to reduced employee well-being (Bakker et al., 2004). Work
resources are components of the work that contribute to the work objectives of
employees and can prevent the negative social consequences of job
requirements (Bakker et al., 2004). These resources can be available at
different levels, such as organizational level (e.g. job security), community
relations level (e.g. gaining co-operative support), job level (e.g. job clarity)
and job level (e.g. independence). at work) (Bakker et al., 2004).

11
In line with the D-CM and JD-R models, resource savings (COR) theory
focuses on investment, development and protection of resources. The basic
premise of this theory is that people are encouraged to maintain and acquire
new resources, as loss of resources can lead to higher levels of stress
(Halbesleben et al., 2014). According to Hobfoll (1989), resources are defined
as “objects, personal characteristics, circumstances, or strengths that are
valued individually” (p. 516). Examples of work resources are public,
personal, visual or dynamic resources, such as HR procedures (Hobfoll, 1989).
Following the assumptions of the JD-R model and COR theory, the HR
processes used can be identified as needs and / or resources by employees
(Conway et al., 2016; Peccei et al., 2013) and which may have adverse effects
on employee well-being (Jackson et al., 2014; Jiang et al., 2013).

12
DESCRIPTIVE VERSUS EVALUATIVE CONCEPTUALIZATIONS
OF EMPLOYEE PERCEPTIONS OF HRM

In the study of staff opinions on HR processes, a large number of variants

exist in the type of opinion being investigated. Clearly, the consideration of
staff opinions regarding HR processes is actually constructive, and how these
are measured, varies greatly from one study to the next (Beijer et al., 2019;
Boon et al., 2019). For example, some studies investigate the hypothetical
findings of HR processes, describing the HR processes offered to employees
they perceive in their workplace (e.g. Den Hartog et al., 2013). Other studies
assess employees' satisfaction with HR procedures (e.g. Kinnie et al., 2005),
support for HR procedures (Knies & Leisink, 2014), or the effectiveness of
HR procedures (Chang, 2005). The study concludes that “visual idiosyncrasy
exists in the estimates of HR hypothetical processes, which is accompanied by
a lack of transparency in how these measures are often reported in existing
studies” (Beijer et al., 2019, p. 1).

Therefore, Beijer et al. (2019) suggests that staff opinions on HR processes

should be divided into two types of perspectives: descriptive and critical ideas
of HR processes. Descriptive ideas are staff reports of actual HR processes
that exist or the extent to which they are exposed to HR processes. Evaluation
measures refer to the positive or negative evaluation of the HR processes that
employees are exposed to (Beijer et al., 2019; Wang et al., 2020). In addition,
a study by Boon et al. (2019) distinguished between three different types of
employee perceptions of HR processes by level: collective employee
perceptions (at the organizational or group level), personnel ideas (at the
individual level), and employees' attitudes toward the personnel system. (at the
individual level). They argue that the (collective) ideas of employees in the
HR system should focus on descriptive measures of HR performance ideas,
while employees' attitudes toward the HR system should be investigated using
assessment methods (Boon et al., 2019). Following Beijer et al. (2019) and
Boon et al. (2019), we are mapping the type of thinking (descriptive versus

13
experimental) investigated in the current SHRM study to date, which includes
the extent to which the views of HRM staff are analyzed.

SCOPE OF THE SYSTEMATIC LITERATURE REVIEW

A systematic literature search was conducted that included research studies

examining the relationship between hypothetical HRM and outcomes,
published from 2000 to May 2019 in 11 international refereeing journals in
dedicated HRM, psychological and management journals. These journals
include the Academy of Management Journal, Human Relations, Human
Resource Management, Human Resource Management Journal, International
Journal of Human Resource Management, Journal of Applied Psychology,
Journal of Management, Journal of Management Studies, Journal of
Organizational Psychology, Personnel Psychology , and Staff Reviews. The
year 2000 was chosen as the first year of analysis because, during this time,
staff opinion on HR processes began to receive more attention in research
(Visitor, 1999; Ostroff & Bowen, 2000).

The study had to meet the following criteria in order to be included in the
review. First, we focus on research that integrates multiple HR processes, as
HRM strategic research has argued that the HR system or multiple HR
processes have a stronger impact on outcomes compared to a single HR
practice (Combs et al., 2006). In fact, this selection process means that we
focus on research that attempts to capture the views of employees across the
entire HR process at once, thus avoiding the literature of one practice.
Therefore, we selected studies that investigated a combination of HR
processes that improve employee skills (eg training and development),
motivation (e.g. performance management and compensation), and gave them
the opportunity to participate (communication and information sharing,
participation.) (Appelbaum et al. , 2000). The included HR procedures are also
among the most widely read HR procedures in SHRM literature (Boselie et al.,
2005). Second, the study should have focused on follow-up employee ideas,

14
which are available to measure the scale of HR processes, or the need to
include a full scale scale, in order to be able to more accurately assess the
conceptual framework and actions used. Thirdly, in order to review the theater
ideas and the ideas used, the studies were included only when referring to the
theater concept which explained the ideas of the HRM staff at least in detail.
Fourth, in order to be able to evaluate and compare the different
considerations and standards of staff opinions of HR processes, the content of
the item is required to operate at the HR processes level. Therefore, it has been
argued that employees are better able to answer questions based on their
experience at the HR practice level, rather than at the HRM system level
(Arthur & Boyles, 2007). Accordingly, studies related to the evaluation of the
entire HRM system (e.g. HRM system capabilities) were not included (e.g.
Alfes et al., 2019). Finally, only subjects that were selected that incorporated
the views of staff on HR processes were selected as a focused construction.
Therefore, studies examining staff perceptions of HR processes such as
modeling variance for example (e.g. Trevor & Nyberg, 2008) were not
included.

Research selection was done independently of the original author, while

interacting extensively with other authors during the process. In terms of
search terms, the first author read all the excerpts from the selected article in
11 journals. Initially, 145 abstract-based studies were obtained. After the
essays were read in full, 100 subjects were not included because they did not
meet (one) selection criteria. In total, 45 studies that used HR process staff
ideas were finally included in the review. An overview of the selection process
can be found in Figure 2. The second and third authors have written half of the
essays. After discussing a few differences in coding between the three
partners, they were able to come to an agreement.

Figure 2. Selection process of the systematic literature review.

15
16
INTEGRATING THE CONCEPTUALIZATIONS AND HOW
EMPLOYEE PERCEPTIONS OF HRM ARE EXAMINED

Next, we examine how HRM staff opinions are shaped in relation to whether

the study has assessed HRM staff opinions as a precursor, mediator, or

outcome in their research. As can be seen in Table 4, a very high number of

subjects (16) incorporated a mixture of descriptive and analytical ideas into

their research, in which they examined the views of HRM staff as a predictor

of change. Next, experimental thinking is widely used when HRM staff

opinions are investigated as predictive variables. It is interesting to note that

the clear consideration of staff opinions on HRM has not been evaluated as a

variance of the outcome. Additionally, when it comes to descriptive thinking,

no study has included this assumption as a link between the limited HRM

management by management and employee or organization results. The

descriptive definition of the ideas of HRM staff is used only when this

construct is read as a prediction variant.

Integrating theoretical perspectives and

conceptualizations of employee perceptions of HRM

Different theater ideas have been used to explain staff ideas about HR

processes. For subjects using descriptive conceptualization, the four subjects

rely on the SHRM process model. One study used social exchange theory to

explain employees' perceptions of the existence or availability of HR

processes. Three studies take into account occupational health and use the

17
work-resources model (Demerouti et al., 2001). No study has used the concept

of communication to describe the descriptive type of thinking.

In terms of experimental concepts, seven studies take from the SHRM process

model to define a specific type of test concept. Additionally, research from a

communicative perspective has used HRM system power theory or HRM

theory to investigate experimental concepts, such as staff satisfaction with HR

processes, their psychological evaluation of HR processes, and the relevance

or purpose of HR processes. . In addition, the concept of occupational health is

used in a single study to investigate the experimental concept, based on the

theory of job demand management. Finally, another concept, HR

classification, is used to describe the concept of testing.

Looking at Table 5, the results show that in 25 of the 45 studies, a mixture of

descriptive and critical ideas of HRM staff was used. Theoretical theory that

often uses a mixture of different types of employee perspectives is the

framework of the SHRM process (Nishii & Wright, 2008). In addition, from

an exchange perspective, in five studies, public exchange theory was used to

articulate the views of HRM staff using a descriptive and analytical approach.

In addition, seven studies emerge from a communication perspective to

explain how the social context affects how employees perceive HR processes,

in which a mixture of descriptive and analytical ideas is used. Another theory,

the theory of imaginary action, is used to describe a mixture of ideas. Finally,

it is interesting to note that subjects that use the concept of occupational health

18
do not use a combination of ideas. For example, subjects using the JD-R

model often use very clear concepts.

19
AN INTEGRATION OF THE FINDINGS

When we look at the integration of the three elements in our review, it

becomes clear that due to the different initial points in theoretical theories,

studies apply different ideas and steps, leading to a variety of different ways in

which the ideas of HRM staff have become. tested. Building on the findings of

the review, we think it is very helpful to improve staff perception in HRM in

order to differentiate between the two research lines.

The first series of studies could focus on applying a more formal approach to

HRM staff ideas. This composition is usually descriptive in nature, which is

widely used in studies from health psychology literature. Therefore, these

studies can use only one concept and apply a single theoretical concept

relevant to this field of research, such as the occupational health perspective

(e.g. Jensen et al., 2013; Kilroy et al., 2016). The second series of studies can

use a well-thought-out combination of different ideas. These courses often

take the perspective of exchange or communication, which is often unclear in

the nature of the design and measurement of HRM staff ideas. This series of

studies is best if it takes this well-thought-out combination of ideas into their

research. That is, studies may include a descriptive, psychological, and

behavioral component of HRM staff ideas in their research, using specific

measures. For example with regard to training, it may be asked whether

training I) provided or used by staff, II) whether employees are satisfied with

the training, and (III) whether the training assists employees in performing

20
their duties. The development of data collected in the research ideas of HRM

staff can be better monitored by following these two research lines.

LIMITATIONS

Although coding the content of the item did not cause major problems, coding

theoretical theory and the type of ideas used, it was a challenge to do some

studies. This was because the theater framework was not always clearly stated,

or because the type of thinking investigated by the authors included different

types of categories compared to what was reflected in the thinking of the study

authors. For example, studies reported to investigate a descriptive type of

thinking, while a detailed analysis of the properties of this scale indicate that

experimental ideas are also included. In order to overcome the ambiguity in

coding, studies that did not include a clear category in the theory theory used,

were not included. In addition, studies that did not include a full measurement

scale or did not refer to an existing validated scale were also excluded. This

resulted in a large number of studies (57) not included in this review for these

two reasons (e.g. Castanheira & Chambel, 2010; Macky & Boxall, 2007).

Second, systematic literature reviews of energy courses, based on articles

published in 11 journals with international references to dedicated HRM,

psychology journals and managers. We have selected these journals as they

are regarded as top journals in their field, but we note that some of the relevant

articles have been published in other journals and therefore this review is

incomplete (e.g. Paré & Tremblay, 2007).

21
The final limitation was that the courses should have included the ability,

motivation and partial improvement of HR processes in their research. Since

there is no set set of HR processes that are part of the specified categories, our

review included studies that investigated different types of HR processes, and

sometimes included HR processes that were included as additional HR

processes, next to HR processes that fit our definition. . We did not include

any practice books in this review.

PRACTICAL IMPLICATIONS

The extent to which the organization's intended HR processes are effectively

implemented by management (line managers) and the way employees perceive
these processes, is a question of great interest to HR employees. In order to
achieve the objectives determined by HR processes, it is important to identify
the factors that affect HR processes and how they affect organizational
performance (Nishii et al., 2008; Nishii & Wright, 2008). This study shows
that employees' perceptions of HR processes are an important predictor of
outcomes such as employee motivation outcomes, employee well-being, and
organizational performance. Therefore, these theories may at least account for
the effectiveness of HR processes that may affect performance (Nishii et al.,
2008). In addition, by systematically investigating the development of staff
ideas for HR processes, this study emphasizes that managers should consider
different types of HR ideas during day-to-day discussions with their
employees and should distinguish between these different types, as they
provide (HR) manager with different types of important information. . In
addition, it may be helpful for management (HRs) to differentiate between
employees' views on HR procedures regarding how employees evaluate HR

22
processes according to what they are offered, or any psychological
phenomena, such as satisfaction with HR procedures. , are caused by HR
processes (including emotional responses). Finally, the way employees think
that their behavior is influenced by such HR processes can contribute to
desirable attitudes and performance that ultimately benefit the organization.
Overall, we believe that both research and practice may be useful in
understanding staff opinions on HR processes and the HR processes described
in this paper.

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 OBJECTIVE OF THE STUDY

 To study the employees opinion towards HR functions in the

organization.
 To offer feasible ways and means to improve the employee
morale and satisfaction in the organization.

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 NEED FOR THE STUDY
People have always been important to organizations, but their
strategic value is growing in today’s knowledge-based industries.
The success of an organization is increasingly dependent on the
knowledge, skills and abilities of the staff, especially as they help
to establish a set of key divisive and organizational skills for
competitors. With the right HR policies and procedures an
organization can hire, develop and operate the best brainstorming
in the marketplace. Healthy and committed employees ensure
increased efficiency and productivity of the organization based on
HR activities considering the importance of the researchers who
conducted the research to know the employee's view of HR
activities in the organization.

25
 RESEARCH METHODOLOGY

RESEARCH DESIGN:

Generally the research design is of three types, viz, exploratory, descriptive &
casual research design is defined as the specification of methods and
procedures for acquiring the information needed. It is a plan of organization
frame work, for doing the collection of data.

“The research design for this research is descriptive in nature.”

Descriptive study:
Descriptive research studies are those study which are concerned with
describing the characteristics of a particular individual, or a group. In this
research, the researchers must be able to define clearly, what he wants to
measure and must find adequate methods for measuring it along with a clear
cut definition of population he wants to study. The design in such studies must
be rigid and flexible and must focus attention on the following.

1) Formulating the objective of the study.

2) Design the methods of data collection.
3) Selecting the sample.
4) Collection the data.
5) Processing and analyzing the data.
6) Reporting the finds.

26
The research design is descriptive in nature and study in mainly
based on the data
Collected from primary as well as secondary sources

DATA SOURCES:
The data is mainly collected through primary sources and
secondary sources.

Primary data;
It contains o original information gathered for a specific purpose.
The firsthand information has been collected through administering
the questionnaire by direct contact method and through informal
meetings and observations.

Secondary data:
It contains information that already exists have been collected for
another purpose, the second hand information has been collected
through company previous records, annual reports, journals
industrial magazines, broachers, internet.

RESEARCH APPROACH:

Survey method is used in the collection of needed information

from the respondents.

RESEARCH INSTRUMENT:

27
A Structured questionnaire consisting of 23 questions has been
taken as the research instrument.

SAMPLING PLAN:

It is practical to attempt a survey of the entire population, a limited

number of people have been surveyed owing to the time constraint.

SAMPLING DESIGN:
It deals with the method of selecting items to be observed for the
given data.

SAMPLING UNIT:
Employees in the Unit

SAMPLE SIZE.

Convenience sampling has been used with 100 sample size to the
data from respondents.
A convenience sampling IS obtained by selecting “convenient
population unit”.

QUESTIONNAIRE DESIGN:

28
Questionnaire is designed in such a way that it is for respondents to
answer. The questionnaire consists of closed end questions for
knowing the effectiveness of Employees opinion towards HR
Activities, in KWS.

29
 LIMITATIONS OF THE STUDY

1) Due to non-availability of time, large sample size is not taken.

2) The lack of cooperation from some respondents.
3) Some of the respondents are not interested in giving more
information due to their personnel bias or busy in work schedule.

30
 CHAPTER -2
INDUSTRIAL & COMPANY PROFILE

31
 INDUSTRIAL PROFILE
Management consultation grew with the growth of management, as a unique

learning area. One of the first companies to consult with management was

Arthur D. Little Inc., founded in 1886 as a corporation, and later merged in

1909. Although Arthur D. Little later became a general management

consultancy, he was initially specialized in technical research.

With Arthur D. Little focusing on technical research for the first few years, the

first administrative consultancy was initiated by Frederick Winslow Taylor,

who opened in 1893 an independent consultation practice in Philadelphia. His

business card read “Consulting Engineer - Systematizing Shop Management

and Manufacturing Costs a Specialty”. By establishing Scientific

Management, also known as Taylor's method, Frederick Winslow Taylor

developed the first method of organizing work, highlighting the work of many

managing advisors. One of Taylor's first collaborators, Morris Llewellyn

Cooke, for example, opened his own management consultancy in 1905.

Taylor's method was used worldwide until the industry switched to the method

developed by W. Edwards Deming.

The first period of growth in the consulting industry was initiated by the

Glass-Steagall Bank Act in the 1930s, and was driven by the need for

financial, strategic, and organizational advice. [2] From the 1950s onwards

consultation centers not only expanded their operations significantly in the

United States but also opened offices in Europe and later in Asia and South

America. After World War II, dozens of new consulting firms were

established, bringing with them the critical analysis of management and

32
strategic research. The post-war years also saw the application of cybernetics

to management by the Stafford Beer project.

Management consultants companies Stern Stewart, Marakon Associates, and

Alcar pioneered value-based management (VBM), or "value management", in

the 1980s based on Joel Stern's educational work, Drs. Bill Alberts, and

Professor Alfred Rappaport. [6] Other consulting companies including

McKinsey and BCG are developing VBM methods. Number-based

management came to prominence in the late 1980's and 1990's.

The industry experienced significant growth in the 1980s and 1990s, gaining

significant value in terms of total gross domestic product. In 1980 there were

only five consulting companies with more than 1,000 professionals

worldwide, and in the 1990s there were more than thirty companies of this

nature.

The period of significant growth in the early 1980's was driven by the search

for organizational strategies and consultation. The wave of growth in the

1990s was driven by both strategic and technical advice. In the second half of

the 1980's, large accounting firms entered the IT consultation phase. The

companies that then were Big Eight, now Big Four, (Price water house

coopers; KPMG; Ernst & Young; Deloitte Touche Tohmatsu) always offered

advice in addition to their traditional services, but only after the end of years

of the 1980s these activities became very important in relation to each other. in

the growing market for accounting and research. By the mid-1990s these

companies had grown older than those service providers focused on strategy

and business organization. Although three of the four Officials officially

33
separated the separate service lines following Enron's scandal and the

subsequent collapse of Arthur Andersen, they are now back in the negotiating

business. In 2000, Andersen Consulting broke up with Arthur Andersen and

announced their new name: Accenture. The name change came into effect on

1 January 2001 and Accenture is currently the largest firm in the world with a

number of employees. They are publicly traded on the NYSE with the ACN

tag.

The industry collapsed in 2001 before recovering after 2003 and then enjoyed

a period of two-year annual revenue growth until the financial collapse of

2008/9. Since Financial Services and Government are the two largest spenders

on consulting services, the deterioration of the financial system and the

consequent financial deficit has significantly affected the revenue of

consultation. In some markets such as the UK there has been a recession in the

negotiating industry, something that has never happened before and has not

happened since. There has been a steady decline in the growth rate of the

consulting industry over the years, and the current trend in the clear

segregation of management consulting firms. In recent years, corporate

consulting firms have hired top students from Ivy League universities, Rhodes

Scholars, and students from higher MBA programs.

In recent times, firms that represent traditional managers have had to deal with

growing challenges from disruptive online markets aimed at addressing an

increase in the number of independent consulting professionals.

34
Function

Tasks for consulting services are usually divided into eight categories of

activities. Experts can serve as information and knowledge bridges, and

external consultants can provide these integration services more economically

than the customer firms themselves. Counselors can work together

continuously, without significant external pressure, and continuously, with

external pressure. Active consultant communication is primarily aimed at

identifying weak hidden areas and improving performance, while effective

interaction interaction is primarily aimed at solving problems identified by

external stakeholders.

Marvin Bower, McKinsey's longtime director, talked about the benefits of

being without a mentor, that they have a variety of experiences outside of the

client company.

Counselors have specialized skills in activities that may include high cost of

internal integration for clients, such as organizational changes or the use of

information technology. In addition, due to the level of the economy, the focus

of experts and information on collecting information globally and in industry

across the board makes their research less expensive than what clients do.

35
 COMPANY PROFILE

KWS-ME can guide you in choosing the best business plan for you in the most
expensive and time-saving way. We can recommend the most expensive
Business Setup solution in Dubai.
KWS-ME Business Establishment Advisors in Dubai can be instrumental in
assisting with decision-making and having a Business Advisor within Dubai
can reduce costs and increase efficiency. Our Business Setting Advisors can
speed up the integration process.
We guide our clients in choosing the most viable regulatory approach to doing
business in the UAE by following appropriate legal procedures.

KWSME- Your best guide for business setup in Dubai.

KWSME is a brand that stands for excellence, commitment and offering easy
solutions to boost your business in Dubai, UAE. We facilitate entrepreneurs
and businesses of all sizes with premium level services that can expand any
business in the UAE

Business Setup Services in Dubai

Your search for a fun place to start a business ends with Dubai. Dubai has
been holding the UAE international progress flag for a long time now. The
city offers growing economic opportunities, diversified business start-ups and
friendly investor-friendly policies for entrepreneurs around the world.

Starting a new business in Dubai is very rewarding. However, it is difficult to

get used to the external environment and understand the international market
in an instant. That is why businesses want to start a business in Dubai or set
up a branch in Dubai with the existing business plan for KWSME business.
Our experts take care of all the problems and think about your business
situation to give you the best! That is why KWS ME is the best partner for
your business setup services in Dubai.

Company Formation in Dubai

36
It is very important for investors and stakeholders to know the requirements
when it comes to consolidating the UAE company, especially Dubai. The
reason for this is that high costs are involved and legal issues need to be
clarified so that there is no doubt as to the limits of business operations.

KWS ME experts allow investors to apply the knowledge and consultancy

information of the Dubai market and present the business in an unusual way.
The process of building a company in Dubai may be busy due to the
documentation and approval of various government departments.

Whether it’s Dubai’s free space or any other type of business setup, trade
experts always know how to quickly wrap up processes. With the support
services offered by KWS ME, investors have the first opportunity to fly after
the launch of their company. These are the services that KWS ME can get
Dubai service offices from interested customers.

The growth of businesses in the UAE has also signed the government to
provide laws and regulations that can provide more efficient businesses.

Offshore Company Formation

This type of company is mostly setup so that tax incentives can be taken
advantage of by the investors.

The offshore company can be used to manage property and assets. The good
thing is that the ownership for the foreigners is 100%.

Onshore/Mainland Company Formation

Mainland company formation in Dubai is most common form of company
formation because it provides businessmen with freedom to trade and
provides them with better opportunities to grow and expand.

37
More markets, both local and international, are now available to the investors
to invest in. The one little problem is that the local sponsor has to be chosen
for this type of company formation.

Free Zone Company Formation

The free zone, although provides 100% foreign ownership of the company
formed in it, but doesn’t have the freedom that mainland companies have.

Incorporating a Company in Dubai

It is important for business owners to take a look at the surroundings in Dubai
and understand that the business setup Dubai is about taking the opportunity
that comes before someone else grabs it. Incorporating a company in Dubai is
the best way to grab the chances that come your way.

It is up to you to choose the legal form and the type of company that you
want, according to the individual business requirements that you have. KWS
ME will be able to help you with whatever situation you face while you are
incorporating a company or when the process is complete.

Business Entities in Dubai

There are different types of business entities that can be formed in the UAE.
Some common names are Limited Liability Company, Dubai Mainland
Company and Branch and representative office.

Branch / Representative Office

 There are no taxations on branches, 100% ownership is possible and that
is a big plus.
 Import and export taxes are less and a talented pool of labor is
comfortable.
 No income tax is collected from those who have their businesses setup in
one of the zones in Dubai.

38
Introduction to VAT Advisory Services in Dubai
VAT stands for value added tax and is a tax deducted from the value added to
a product. It is effective from January 1, 2018 and all products and services
are tax deductible except education, health care and nutrition. In general, the
end user is affected by the introduction of VAT however, keeping in mind the
need for price flexibility and market supply, the business must make some
adjustments as well to meet legal requirements.

For every Dubai-licensed trading organization with a revenue of more than

AED 375,000 per year, VAT registration is required by submitting online
forms. This must be done within 30 days of the need to register with the
authorities. However, if the annual income is less than AED 375,000 or more
than AED 187,500 registration will be voluntary or voluntary.

KWSME Offers in Vat Advisory Services in Dubai

KWS Middle East is one of the leading business setting service providers in
Dubai. The company provides business consultation on company construction
in Dubai and support services such as visa registration and product. With the
introduction of VAT in the UAE, businesses have continued to request
assistance with registration and process details. KWS Middle East provides
businesses with tax information and eligibility requirements. Business start-up
consultants in Dubai also provide details on how to register and provide
financial transactions to the government as required by them to avoid the
penalty that should be paid in the late review of company letters. The
construction of the company in Dubai will now be even more interesting with
the use of VAT. KWS Middle East will help new investors and entrepreneurs
to understand the process and reasons for introducing a new tax and help them
cope with the market.

Why VAT In UAE?

The VAT has been introduced in the UAE in order to increase revenue of the
government. The government has been planning on providing even better

39
facilities to people in the UAE. With no taxes coming from the free zone
companies and other businesses with a trade license Dubai, the government
had to arrange for revenue generation to meet the increasing government
spending that was becoming a necessity.
The VAT will allow the government to provide better medical facilities, meet increased
transportation infrastructure costs, meet the costs of increasing population and develop areas
that were still undeveloped.

What Will Be The Impact Of VAT On Your Business?

The VAT has been introduced in the UAE in order to increase revenue of the government.
The government has been planning on providing even better facilities to people in the UAE.

With no taxes coming from the free zone companies and other businesses with a trade license
Dubai, the government had to arrange for revenue generation to meet the increasing
government spending that was becoming a necessity.

40
COMPANY PRIVACY POLICY
The terms and conditions of the privacy policy below will form part of the
terms of use of the website including its title and terms. This page informs you
of our policies regarding the collection, use and disclosure of personal
information that we receive from users of the Site. The policy is designed to
help you understand how we collect, use and protect the personal information
you provide to us and to assist you in making informed decisions about our
use of our website and services.

Privacy & confidentiality are of utmost importance to KWS Middle East

The following privacy policy describes what information may or may not be
collected through the KWS Middle East website and how it may be used by
KWS Middle East, with respect to the privacy and confidentiality of all
website visitors, customers, potential customers, partners and agents.

KWS Middle East will not collect personal information about you when you
access the site unless you choose to explicitly and voluntarily provide that
information. If you do, we will only use such information to process your
request for information or service registration and website forms may require
users to provide us with contact information, such as name, phone number and
email address. The information from the registration and setup forms is used
to identify a company or any other legal entity as requested and to provide
technical assistance. Customer contact details are also used to communicate
with the customer if necessary. By using this website, you agree to and accept
these terms and conditions of privacy. If you do not agree to these terms and
conditions, or any part of these terms and conditions, you must not use our
website.

We collect two kinds of information from you:

Voluntary information, contact / query / job forms or emails Information

obtained through automated tracking methods like Google statistics. The

41
information you provide is used to customize the content you see, to fulfill
your requests for specific services and information, and to communicate with
you. Any information collected in this way is not shared with anyone. We do
not sell or disclose your personal information to anyone. Occasionally, we
may collect anonymous tracking information to measure usage patterns and
the popularity of certain site sites. All of our newsletters come in, which
means they are only sent to those who have requested them. If you wish to
unsubscribe, you can follow the instructions provided at the bottom of each
issue. Some newspaper articles include advertising, and they appear to be.

Security
This website and its affiliates will follow a comprehensive and comprehensive
information security policy. In addition, authorized employees can only access
ID details. We use appropriate security measures to keep the confidential and
private information disclosed to us securely and to not disclose that
information to third parties or organizations unless required by law. In the
event of harassment or security breaches, we are not responsible for security
breaches or for any actions of any third party receiving information illegally.

By submitting consultation and communication forms, you ensure that the

information you provide is accurate and correct. Please refer to our Privacy
Statement which governs information submitted and disseminated.

The applicable laws of the United Arab Emirates only shall apply in respect of
any disputes arising out of the use of this website. In addition, the courts of
the United Arab Emirates will have the special authority to consider and
resolve such disputes.

Customer email lists: collection, usage and preference options

By supplying KWS Middle East with your email address (while completing
an enquiry on our website, booking a service through our sales office,
requesting a quote or other information, or during an KWS Middle East
hosted event, etc.), we will use that email address for KWS Middle East

42
marketing solicitations and electronic newsletter deployments. You can opt-
out of these electronic communications at any time by following the
instructions in our emails. In addition to the emails just described, all clients,
receive updates and other useful information pertaining to business setup in
UAE. If you are a KWS Middle East client and would like to opt-out of
receiving these KWS Middle East emails, you may email info@kwsme.com,
or call us at 00971-(04) 871 4313.

Online Advertising

KWS Middle East uses third party vendors to display relevant ads on sites
throughout the internet. Many times these third party vendors use cookies to
serve ads based on your interaction with KWS Middle East web properties.
Users may opt out of some, many, or all Online Behavioral Advertising
targeting by emailing info@kwsme.com.

Customer mailing lists/postal addresses

If you supply us with your postal address online you may receive periodic
mailings from us with information on new products and services or upcoming
events. If you do not wish to receive such mailings, please let us know by
calling us at the number provided above, e-mailing us at the above address, or
writing to us at the above address. Please provide us with your exact name and
address.

Customer Telephone Numbers

Persons who supply us with their telephone numbers online may receive
telephone contact from us with information regarding orders they have placed
online or information regarding new products and services or upcoming
events. If you do not wish to receive such telephone calls, please let us know
by sending an e-mail to the above address, calling the above telephone
number, or writing to us at the above address. Please provide us with your
correct phone number. We will be sure your name is removed from the list.
We do not share telephone numbers with anyone outside of the organization.

43
With respect to Ad Servers: We do not partner with or have special
relationships with any ad server companies.

Upon request we provide site visitors with access to contact information (e.g.,
name, address, phone number) that we maintain about them. Consumers can
access this information by e-mailing us at the above address, writing to us at
the above address or accessing your profile.

Upon request we offer visitors the ability to have inaccuracies corrected in

contact information. Consumers can have this information corrected by
sending us e-mail at the above address, calling us at the above telephone
number, writing to us at the above address or changing your online profile.

Online payments

All credit/debit cards details and personally identifiable information will NOT
be stored, sold, shared, rented or leased to any third parties.

KWS Middle East will not pass any debit/credit card details to third parties.

KWS Middle East takes appropriate steps to ensure data privacy and security
including through various hardware and software methodologies. However,
KWSME cannot guarantee the security of any information that is disclosed
online.

KWS Middle East is not responsible for the privacy policies of websites to
which it links. If you provide any information to such third parties different
rules regarding the collection and use of your personal information may apply.
You should contact these entities directly if you have any questions about
their use of the information that they collect.

The website Policies and Terms & Conditions may be changed or updated
occasionally to meet the requirements and standards. Therefore, the
Customers’ are encouraged to frequently visit these sections to be updated
about the changes on the website. Modifications will be effective on the day
they are posted.

Links to other websites

44
You may be able to access other websites through our site. However, once
you have used these links to leave our site, you should note that we do not
have any control over that other website. Therefore, we cannot be responsible
for the protection and privacy of any information which you provide whilst
visiting such sites and such sites are not governed by this privacy statement.
You should exercise caution and look at the privacy statement applicable to
the website in question.

Online Privacy Policy Only

This online privacy policy applies only to information collected through our
website and not to information collected offline.

Live Chat Support:

We’re committed to protecting your and your customers’ personal information

and to being transparent about the information we’re collecting and what we
do with it.

We’ve updated our Privacy Policy to give you more clear and detailed
information with respect to privacy and personal information.

45
INFORMATION TECHNOLOGIES
KWS has traditionally invested in Information Technology (IT) to provide
effective business solutions that inform decision-making. The IT process at
KWS is a continuous development .During this year, KWS has implemented
all of its major programs across Oracle Business Suite as ERP solutions. This
exercise has not been without common dental problems. However, this
program seems to be well integrated within the organization. Needles to say,
the ERP system has brought the expected benefits associated with it and will
certainly deliver for years to come.

HUMAN RESOURCE
Men power is one of the pillars of full success at KWS. The company employs
about 2500 people in its various plant and branch facilities, who love to excel.
The key to human capital at EIIL, a rich knowledge base, technology and
experience. The department has staff-based IT systems, in which the oracle
business suite (11i.5.9) is used. The various important functions of the
department are as follows.

o Talent acquisition management

o Performance management
o Career & succession planning
o Compensation and benefits management
o Training and development
o Rewards & recognition management
o Formulation & implementation of HR policies & procedures
o Employee engagement

46
WORK ETHOS IN KWS INDUSRIES INDIA LIMITED

 Caring organization
 Open environment
 Functional team work
 Focus on development
 Performance driven culture
 Open door policy

47
 CHAPTER -3
CONCEPTUAL FRAME WORK

48
 CONCEPTUAL FRAME WORK
HR ACTIVITIES

INTRODUCTION
FUNCTIONAL AREAS OF PERSONNEL MANAGEMENT

On the basis of various functions which the personnel management generally

undertakes, the functional areas of personnel management may be set forth as

below:

1. Organizational planning, development and task specialization.

2. Staffing and employment

3. Training and development

4. Compensation, wage and salary administration

5. Motivation and incentives

6. Employee services and benefits

7. Employee records

8. Labour or industrial relations

1) ORGANIZATIONAL PLANNING AND DEVELOPMENT

“Organizational planning” is concerned with the division of all the tasks to be

performed in to manageable and efficient units (department, divisions or

positions) and with providing for their integration both differentiation and

integration are vital for the achievement of pre-determined goals.

i. A determination of the needs of the needs of an organization in terms of a

company’s short and long-term objectives, utilization of technology

(industry engineering industrial psychology, and mechanical engineering)

49
 of production, deciding about the nature of product to be manufactured,

keeping in view the external environment public policy.

ii. The planning, development and designing of an organizational structure

through the fixing of the responsibility and designing of an organizational

structure through the fixing of the responsibility and authority of the

employees, so that organizational goals.

iii. Development inter-personal relationship through divisions of positions,

jobs and tasks; the creation of a healthy and fruitful interpersonal

relationship; and the formation of a homogenous, cohesive and effectively

interacting informal group.

2) STAFFING AND EMPLOYMENT

The staffing process is a flow of events which results in a continuous manning

of organizational positions at all levels-from the management to the operative

level. This process includes manpower planning, authorization for planning,

developing source of applications, evaluation of applicants, employment

decisions (selection), Offers (placement), induction and orientation,

resignation disability, and death).

i. Staff planning is a process of analyzing current and future vacancies that

may arise as a result of retirement, dismissal, transfer, promotion, sick

leave, leave of absence, or other reasons, as well as an analysis of current

and future future increases or reductions. different departments. Then

there are internal shifts or staff reductions, training and development of

existing staff, opening of advertisements, or hiring and recruiting new

staff with appropriate qualifications.

50
ii. Recruitment id related to the process of attracting qualified and skilled

workers to various jobs. These include the identification of existing labor

market resources, the development of new resources, and the need to

attract a large number of potential applicants for the right selection.

iii. The selection process involves the development of selection policies and

procedures and the evaluation of potential employees in terms of job

descriptions. This process includes the development of application

vacancies, practical and credible tests, negotiation procedures, staff

transfer plans, evaluation and selection of staff in terms of set terms,

formulation of final recommendations to line managers and submission

of applications and refusal letters.

iv. Recruitment is related to the job of placing an employee in a job that is

best suited to him or her, taking into account the job requirement, his or

her qualifications and his or her personal needs.

v. Entering and directing means introducing an employee to the

organization and employee by providing him or her with all possible

information about the organization's history, objectives, philosophy,

policies, opportunities for future development, products, market and

market favor. in the community, and by introducing him to other co-

workers and under them.

vi. The transfer process involves the placement of an employee in a position

where his or her ability can be better utilized. This is done by setting up

transfer policies and procedures, advising staff and line management on

transfers and evaluating transfer policies and procedures.

51
vii. The promotion process is about the placement of an employee in a

position where his or her ability can be better utilized. This is done

through the formulation of transfer policies and procedures, counseling

and staffing and IP management through transfers and evaluation of

transfer policies and procedures.

viii. The separation process involves termination of employment relationship

on the grounds of resignation, retrenchment, death, disability, dismissal

or retirement. Withdrawal negotiations are organized, labor benefits

sources should be analyzed and advice given to line managers on causes,

and reduction of labor benefits.

A number of devices and sub-systems are used in the systems design to

manage the staffing process. These are:

a) Planning Tables and Charts.

b) Application Blanks.

c) Interviews.

d) Psychological Tests.

e) Reference Checks.

f) Physical Examinations.

g) Performance Reviews And.

h) Exit Interviews.

3. TRAINING AND DEVELOPMENT

52
 It is complex process and is concerned with increasing the capabilities

of individuals and groups so that they may contribute effectively to the

attainment of organizational goals .this process includes:

1) The determination of training needs of personnel at all levels, skill

training, employee counseling, and programs for managerial, and

employee development and.

2) Self-initiated development activities (formal education), during off-

hours reading and participation in the activities of the community.

53
4. COMPENSATION, WAGE AND SALARY

ADMINISTRATION

It is concerned with the process of compensation directed towards

remunerating employees for services rendered and motivating them to attain

the desired levels of performance. The components of this process are:

i. Job performance is determined by the value of the job. This is done by

selecting appropriate job evaluation techniques, classifying tasks into

different categories, and then determining its relative value to different

categories.

ii. The wage and salary plan consists of developing and implementing an

appropriate wage and salary plan, taking into account specific factors

such as organizational ability to pay, living expenses, conditions of

service and need in the labor market, as well as salaries and expenses. ,

and their effectiveness has been studied.

iii. The compensation plan includes non-financial compensation that must

be developed, managed and updated from time to time in order to

promote efficiency.

iv. Performance appraisal is about evaluating employees' performance in the

workplace according to predetermined practices / standards with the aim

of developing a robust system of rewards and penalties as well as

identifying employees who are eligible for promotion. To this end,

performance appraisal systems, strategies and programs are clarified,

54
 their implementation is reviewed, and reports are submitted to the

relevant authorities.

i. Motivation is about motivating employees by creating conditions in

which they can experience social and psychological satisfaction. For this

purpose, a system of non-financial benefits (such as recognition, rights,

status symbols) is developed; develops a communication system,

conducts behavioral and psychological surveys, detects social life and

makes efforts to improve human relations within the organization.

Affected managers should be advised on the implementation of the plan

and on the need, locations and methods and methods to improve staff

behavior.

5. EMPLOYEE SERVICE AND BENEFITS

These are concerned with the process of sustaining and maintain the work

force in an organization. They include:

a) Provision of safety within the workplace. To this end, policies, strategies,

and employee safety and health policies are being developed; line

managers are advised on the use and operation of safety systems training

should be provided to key managers and staff regarding safety procedures;

Risk causes should be investigated and data collected; and the

effectiveness of periodic safety systems.

b) Employee counseling is a process in which employees are provided with

counseling on resolving their work problems and personal problems. line

55
 managers should be advised of the general nature of the problems

employees may face from time to time.

c) Medical services include the provision of protective medical and health

care services to employees, hygiene training and preventive measures

taken.

d) Recreation and other social facilities include recreational facilities such as

film shows, sports and games; and housing, education, transportation and

canteen services, free of charge or subsidy. Policies and programs that

need to be developed and efforts are made to manage these services

effectively. The effectiveness of such programs should also be evaluated.

e) Various benefits and additional items are made available to employees in

the form of:

i. Benefits of surviving old age and disability, unemployment and workers'

compensation.

ii. Pensions, debts and other agreed-upon benefits - death benefits, illness,

accidents and medical care, insurance, hospital expenses are a step,

voluntary retirement benefits.

iii. Paid breaks, lunch times, bath time, travel time, preparation time.

iv. Occupation of pay - paid leave or bonus in lieu of vacation, holiday pay,

paid sick leave and maternity leave.

v. Benefit-sharing benefits, contribution to stock options for employees,

provident fund, employee education costs and special payroll orders

prescribed by the courts.

56
These benefits are usually given to employees in order to tempt them to

remain in the organization, to provide them social security, and to reduce

absenteeism and Labour turnover. Policies and programs for implementing

these have to be properly developed.

6. EMPLOYEE RECORDS

In staff records complete and up-to-date information is kept about employees,

so that this can be used, if necessary, during transfers / promotions,

appropriate remuneration, or leave of absence and during termination of

employment. service.

Such records include information related to personal qualifications, special

interests, skills, test and interview results, job performance, vacation

promotions, awards and penalties.

7. LABOUR RELATIONS

57
By Labour relations is meant the maintenance of healthy and

peaceful Labour-management relations so that production/work

may go on undisturbed.

Under this area:

a) A grievance policy and procedures for dealing with grievances

are developed, after identifying the nature and causes of

grievances, and identifying the most critical areas or

grievances.

b) Rules and regulations are designed to maintain the ethics of

the organization, and to establish an appropriate system of

rewards and punishments.

c) Efforts are made to obtain information, as well as to maintain

and comply with the country's labor laws and to familiarize

the relevant management with the organization's specific

provisions. Collaborative negotiations should be developed so

that all disputes can be resolved through negotiation without

the intervention of a court of law. Such negotiation,

negotiation and management agreements relating to wages,

58
leave, working conditions and the relationship between the

employee and the employer fall into this category.

59
 CHAPTER -4
DATA ANALYSIS AND INTERPRETATION

60
 DATA ANALASYS AND INTERPRETATION

1. Are you satisfied with the recruitment process in the company?

Option Respondents Percentage

Yes 30 60%
No 20 40%
Total 50 100%

INTERPRETATION:
As per above analysis 60 percent of the respondent satisfied with the
recruitment process and 40 percent not satisfied.

61
2. How would you rate the HR department's performance in recruitment
and selection?

Option Respondents Percentage

Very Poor 2 4%
Poor 6 12%
Good 11 22%
Very Good 16 32%
Excellent 15 30%
Total 50 100%

INTERPRETATION:
As per above analysis 4 percent of the respondent found HR department's
performance in recruitment and selection very poor, 12 percent found poor, 22
percent found good, 32 percent found very good and 30 percent found
excellent.

3. Are you satisfied with the overall compensation system prevailing in

the company?

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 Option Respondents Percentage
Yes 22 44%
No 19 38%
Maybe 9 18%
Total 50 100%

INTERPRETATION:
As per above analysis 44 percent of the respondent satisfied with the overall
compensation system prevailing in the company, 38 percent not satisfied and
18 percent maybe satisfied.

4. The reward system in the company helps to motivate employees?

Option Respondents Percentage

63
 Strongly agree 18 36%
agree 15 30%
neutral 8 16%
disagree 5 10%
strongly
disagree 4 8%
Total 50 100%

INTERPRETATION:
As per above analysis 36 percent of the respondent strongly agree that the
reward system in the company helps to motivate employees, 30 percent
respondents agree, 16 percent neutral, 10 percent disagree and 8 percent
strongly disagree.

5. Do you think your current benefits are enough to keep you engaged
and motivated?

Option Respondents Percentage

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 Yes 14 28%
No 25 50%
Maybe 11 22%
Total 50 100%

INTERPRETATION:
As per above analysis 28 percent of the respondent think that current benefits
are enough to keep them engaged and motivated, 50 percent not agree and 22
percent not sure about it.

6. Are you satisfied with the criteria adopted to appraise you?

Option Respondents Percentage

Yes 22 44%
No 16 32%
Maybe 12 24%

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 Total 50 100%

INTERPRETATION:
As per above analysis 44 percent of respondent satisfied with the criteria
adopted to upraise us, 32 percent of respondent are not satisfied and 24 percent
not sure about it.

7. Do you agree that the performance appraisal system adopted by the

firm is able to gauge the real performance of employee?

Option Respondents Percentage

Strongly agree 14 28%
agree 12 24%
neutral 12 24%
disagree 7 14%

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 strongly
disagree 5 10%
Total 50 100%

INTERPRETATION:
As per above analysis 28 percent of respondent are strongly agree that the
performance appraisal system adopted by the firm is able to engage the real
performance of employee, 24 percent agree, 24 percent neutral, 14 percent
disagree, and 10 percent strongly disagree.

8. Performance appraisal helps you in:

Option Respondents Percentage

Promotion 20 40%
Career planning 17 34%
Goal achievement 13 26%
Total 50 100%

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INTERPRETATION:
As per above analysis 40 percent of respondents are saying performance helps
you to promotion, 34 percent career planning, 26 percent goal achievement.

9. Rate your level of satisfaction with the working culture of the

organization.

Option Respondents Percentage

Highly
4%
dissatisfied 2
Dissatisfied 6 12%
Average 20 40%
Satisfied 10 20%
Highly satisfied 12 24%
Total 50 100%

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INTERPRETATION:
As per above analysis 4 percent of respondents are highly dissatisfied with
level of satisfaction with the working culture of the organization, 12 percent
dissatisfied, 40 percent average, 20 percent satisfied, 24 percent, highly
satisfied.

10. Does your supervisor actively listens to your suggestions and enables
you to perform at your best?

Option Respondents Percentage

Yes 26 52%
No 12 24%
Maybe 12 24%
Total 50 100%

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INTERPRETATION:
As per above analysis 52 percent respondent are satisfied with supervisor
actively listens to suggestions and enables you to perform at your best, 24
percent not satisfied, 24 percent maybe satisfied.

11. How the management reacts towards the punishment of the employee
based misconduct?

Option Respondents Percentage

Very strict 6 12%
Strict 7 14%
Normal 21 42%
Loose 9 18%
Very loose 7 14%
Total 50 100%

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INTERPRETATION:
As per above analysis 12 percent respondent are saying the management reacts
very strict towards the punishment of the employee based misconduct, 14
percent strict, 42 percent normal, 18 percent loose, 14 percent very loose.

12. The attendance of the employees is considered strictly by the

management.

Option Respondents Percentage

Strongly agree 18 36%
agree 15 30%
neutral 9 18%
disagree 5 10%
strongly
disagree 3 6%
Total 50 100%

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INTERPRETATION:
As per above analysis 36 percent are strongly agree with the attendance of the
employee is considered strictly by the management, 30 percent agree, 18
percent neutral, 10 percent disagree, 6 percent strongly disagree.

13. Your organization considers training as apart of organizational

strategy. Do you agree with the statement?

Option Respondents Percentage

Strongly agree 18 36%
agree 15 30%
neutral 10 20%
disagree 4 8%
strongly
disagree 3 6%
Total 50 100%

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INTERPRETATION:
As per above analysis 36 percent respondent are strongly agree with
organization considered training as a part of organizational strategy, 30
percent agree, 20 percent neutral, 8 percent disagree, 6 percent strongly
disagree.

14. How often the training programs are conducted in your organization?

Option Respondents Percentage

Every month 19 38%
Every quarter 16 32%
Half year 10 20%
Once a year 5 10%
Total 50 100%

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INTERPRETATION:
As per above analysis 38 percent respondent saying the training program are
conducted every month in organization, 32 percent every quarter, 20 percent
half year, 10 percent once a year.

15. Do you feel the training session have helped you to improve your work
efficiency?

Option Respondents Percentage

Yes 29 58%
No 11 22%
Maybe 10 20%
Total 50 100%

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INTERPRETATION:
As per above analysis 58 percent respondent agree with the training session
have helped to improve work efficiency, 22 percent not agree, and 20 percent
nor sure about it.

16. Employee participation in management is encouraged here.

Option Respondents Percentage

Strongly agree 16 32%
agree 14 28%
neutral 12 24%
disagree 4 8%
strongly
disagree 4 8%
Total 50 100%

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INTERPRETATION:
As per above analysis 32 percent respondents are strongly agree with
employee participation in management in encouraged, 28 percent agree, 24
percent neutral, 8 percent disagree, 8 percent strongly disagree.

17. Better infrastructure amenities are available in this organization to do

your job well.

Option Respondents Percentage

Strongly agree 17 34%
agree 15 30%
neutral 11 22%
disagree 4 8%
strongly
disagree 3 6%
Total 50 100%

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INTERPRETATION:
As per above analysis 34 percent respondent strongly agree with better
infrastructure amenities are available in this organization to do job well, 30
percent agree, 22 percent neutral, 8 percent neutral, 6 percent strongly
disagree.

18. Seniors, colleagues and subordinates are very cooperative in the

organization.

Option Respondents Percentage

Strongly agree 15 30%
agree 14 28%
neutral 12 24%
disagree 5 10%
strongly
disagree 4 8%
Total 50 100%

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INTERPRETATION:
As per above analysis 30 percent respondent strongly agree with seniors,
colleagues and subordinate are very cooperative in the organization, 28
percent agree, 24 percent neutral, 10 percent disagree, 8 percent strongly
disagree.

19. Organization provides health, accident and insurance policy to the

employees.

Option Respondents Percentage

Strongly agree 16 32%
agree 15 30%
neutral 12 24%
disagree 4 8%
strongly
disagree 3 6%
Total 50 100%

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INTERPRETATION:
As per above analysis 32 percent respondent strongly agree with organization
provides health, accident and insurance policy to the employee, 30 percent
agree, 24 percent neutral, 8 percent disagree, 6 percent strongly disagree.

20. Your opinion of overall job satisfaction.

Option Respondents Percentage

Highly
2%
dissatisfied 1
Dissatisfied 3 6%
Average 30 60%
Satisfied 12 24%
Highly satisfied 4 8%
Total 50 100%

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INTERPRETATION:
As per above analysis 2 percent respondent highly dissatisfied with overall job
satisfaction, 6 percent dissatisfied, 60 percent average, 24 percent satisfied, 8
percent highly satisfied.

21. Considering your complete experience working in this company, how likely
would you be to recommend a friend or family to join KWS Middle East?

Option Respondents Percentage

Very unlikely 11 22%
Unlikely 8 16%
Average 4 8%
Likely 9 18%
Very Likely 18 36%
Total 50 100%

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INTERPRETATION:
As per above analysis 22 percent respondent very unlikely with complete
experience working in this company, 16 percent unlikely, 8 percent average,
18 likely, 36 percent very likely.

CHAPTER -5
FINDINGS
SUGGESTION

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82
 FINDINGS AND SUGGESTIONS

FINDINGS

 As per above analysis 60 percent of the respondent satisfied with the

recruitment process and 40 percent not satisfied.

 As per above analysis 4 percent of the respondent found HR department's

performance in recruitment and selection very poor, 12 percent found
poor, 22 percent found good, 32 percent found very good and 30 percent
found excellent.

 As per above analysis 44 percent of the respondent satisfied with the

overall compensation system prevailing in the company, 38 percent not
satisfied and 18 percent maybe satisfied.

 As per above analysis 36 percent of the respondent strongly agree that the
reward system in the company helps to motivate employees, 30 percent
respondents agree, 16 percent neutral, 10 percent disagree and 8 percent
strongly disagree.

 As per above analysis 28 percent of the respondent think that current

benefits are enough to keep them engaged and motivated, 50 percent not
agree and 22 percent not sure about it.

 As per above analysis 44 percent of respondent satisfied with the criteria

adopted to upraise us, 32 percent of respondent are not satisfied and 24
percent not sure about it.

 As per above analysis 28 percent of respondent are strongly agree that the
performance appraisal system adopted by the firm is able to engage the
real performance of employee, 24 percent agree, 24 percent neutral, 14
percent disagree, and 10 percent strongly disagree.

83
 As per above analysis 40 percent of respondents are saying performance
helps you to promotion, 34 percent career planning, 26 percent goal
achievement.

 As per above analysis 4 percent of respondents are highly dissatisfied with

level of satisfaction with the working culture of the organization, 12
percent dissatisfied, 40 percent average, 20 percent satisfied, 24 percent,
highly satisfied.

 As per above analysis 52 percent respondent are satisfied with supervisor

actively listens to suggestions and enables you to perform at your best, 24
percent not satisfied, 24 percent maybe satisfied.

 As per above analysis 12 percent respondent are saying the management

reacts very strict towards the punishment of the employee based
misconduct, 14 percent strict, 42 percent normal, 18 percent loose, 14
percent very loose.

 As per above analysis 36 percent are strongly agree with the attendance of
the employee is considered strictly by the management, 30 percent agree,
18 percent neutral, 10 percent disagree, 6 percent strongly disagree.

 As per above analysis 36 percent respondent are strongly agree with

organization considered training as a part of organizational strategy, 30
percent agree, 20 percent neutral, 8 percent disagree, 6 percent strongly
disagree.

 As per above analysis 38 percent respondent saying the training program

are conducted every month in organization, 32 percent every quarter, 20
percent half year, 10 percent once a year.

 As per above analysis 58 percent respondent agree with the training

session have helped to improve work efficiency, 22 percent not agree, and
20 percent nor sure about it.

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 As per above analysis 32 percent respondents are strongly agree with
employee participation in management in encouraged, 28 percent agree, 24
percent neutral, 8 percent disagree, 8 percent strongly disagree.

 As per above analysis 34 percent respondent strongly agree with better

infrastructure amenities are available in this organization to do job well, 30
percent agree, 22 percent neutral, 8 percent neutral, 6 percent strongly
disagree.

 As per above analysis 30 percent respondent strongly agree with seniors,

colleagues and subordinate are very cooperative in the organization, 28
percent agree, 24 percent neutral, 10 percent disagree, 8 percent strongly
disagree.

 As per above analysis 32 percent respondent strongly agree with

organization provides health, accident and insurance policy to the
employee, 30 percent agree, 24 percent neutral, 8 percent disagree, 6
percent strongly disagree.

 As per above analysis 2 percent respondent highly dissatisfied with overall

job satisfaction, 6 percent dissatisfied, 60 percent average, 24 percent
satisfied, 8 percent highly satisfied.

 As per above analysis 22 percent respondent very unlikely with complete

experience working in this company, 16 percent unlikely, 8 percent
average, 18 likely, 36 percent very likely.

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 SUGGESTION
• Managers should listen to individual complaints carefully and take action
in a timely manner
• Managers may provide a better compensation package in the event that
employees experience an accident
• Supervisors may offer supervisory follow-up classes but it is
recommended to follow supervisory admission classes and follow-up
follow-up classes.
• Managers should improve the reward system in both aspects of monitoring
and non-compliance. The price-monitoring mechanism instead of flashing
torches, batteries reward non-monitors in the form of impressive headlines
for functions and recognition.
• Managers must bring some changes to the manufacturing department
which include the following approaches such as the establishment of new
equipment infrastructure
• Managers can provide better medical facilities including the provision of
medication and the presence of specialist doctors around the clock and
ambulance stations.
• Managers can improve safety measures such as providing shoes, cap,
gloves and pinafores to employees
• Managers may receive employee loan services including education loans,
personal loans and transportation.
• Managers may take care to provide the best quality food for the staff of the
canteen equally with the managers

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 CONCLUSION

When it comes to HRM staff opinions that are evaluated as a preamble,

mediator, or result in the various theater ideas used to describe employees'
ideas about HRM, the findings indicate that the SHRM process framework is
the most widely used framework for interpreting HRM staff ideas as a
predictor and mediator, and outcome flexibility ( see Table 3). Next, social
exchange theory is used in six studies to define HRM staff perceptions as a
predictor and mediator in the relationship between HRM limited management
and employee and organizational outcomes. From a communicative point of
view, five studies used the power of the HRM system, one study used HR
theory, and five studies used social theory theory, to explain in studies where
staff opinions on HRM are assessed as predictor and mediator in the
relationship between manager-rated HRM and outcomes. labor and
organizational. From an occupational health perspective, job resource model
and job demand management theory are used to define staff perceptions of HR
processes in courses where HRM is investigated as a designer or mediator.
The purpose of this paper was to systematically investigate studies using staff
ideas for HR processes. Below we discuss our findings and provide related
recommendations 1) how HRM staff opinions can work as a prelude, mediator
and outcome and what needs to be evaluated further, 2) what can be done to
integrate different perspectives to better staff HRM, and 3) that how research
can improve the thinking and performance of HRM staff ideas in the future.
On this basis, we expand the discussion and consider recommendations related
to the integration of the three elements.
The first major findings related to how employees' views on HRM were
assessed, relate to the fact that employee opinions about HRM are heavily
investigated as a prelude to the research included in our review. A limited
number of studies examined pre-HRM staff opinions, and only a small number
of studies investigated HRM staff opinions as variability of results in their
research. This study focuses on the use of HRM by human resource managers
as a precursor to employee HRM ideas. Some of the preconceived notions of

87
HRM staff have received little attention so far. A few exceptions are the Bos-
Nehles and Meijerink (2018) and Vermeeren (2014) studies, in which
employees' views on LMX and leadership change, respectively, were
evaluated as precursors of HRM staff opinions. However, the SHRM process
model argued that the work environment, employees' prior knowledge of HR
processes, and their personalities, also have an impact on how they approach
HR processes (Nishii & Wright, 2008). In addition, recent research has shown
that the HR perceptions of the manager and colleagues and the demographic
differences affect employees' perceptions of HR procedures (Jiang et al.,
2017). Including some of the preceding ones can help to improve our
knowledge of HRM employee perceptions, and especially how different
aspects of how employees perceive HR processes. Therefore the following
recommendations are provided:

88
 ANNEXURES

1) Are you satisfied with the recruitment process in the company?

 Yes

 No

2) How would you rate the HR department's performance in recruitment

and selection?

 Very poor
 Poor
 Good
 Very good
 Excellent

3) Are you satisfied with the overall compensation system prevailing in

the company?

 Yes

 No

 May be

4) The reward system in the company helps to motivate employees.

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

89
5) Do you think your current benefits are enough to keep you engaged

and motivated?

 Yes

 No

 Maybe

6) Are you satisfied with the criteria adopted to appraise you?

 Yes

 No

 Maybe

7) Do you agree that the performance appraisal system adopted by the

firm is able to gauge the real performance of employee?

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

8) Performance appraisal helps you in:

 Promotion

 Career planning

 Goal achievement

9) Rate your level of satisfaction with the working culture of the

organization.

 Highly dissatisfied

90
  Dissatisfied
 Average
 Satisfied
 Highly satisfied

10) Does your supervisor actively listens to your suggestions and enables

you to perform at your best?

 Yes

 NO

 Maybe

11) How the management reacts towards the punishment of the employee

based misconduct?

 Very strict

 Strict

 Normal

 Loose

 Very loose

12) The attendance of the employees is considered strictly by the

management.

 Strongly agree

 Agree

91
  Neutral

 Disagree

 Strongly disagree

13) Your organization considers training as apart of organizational

strategy. Do you agree with the statement.

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

14) How often the training programs are conducted in your organization?

 Every month

 Every quarter

 Half yearly

 Once in a year

15) Do you feel the training session have helped you to improve your

work efficiency?

 Yes

 NO

 Maybe

16) Employee participation in management is encouraged here.

 Strongly agree

 Agree

92
  Neutral

 Disagree

 Strongly disagree

17) Better infrastructure amenities are available in this organization to do

your job well.

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

18) Seniors, colleagues and subordinates are very cooperative in the

organization.

 Strongly agree

 Agree

 Neutral

 Disagree

 Strongly disagree

19) Organization provides health, accident and insurance policy to the

employees.

 Strongly agree

 Agree

 Neurtal

 Disagree

93
  Strongly disagree

20) Your opinion of overall job satisfaction

 Highly dissatisfied
 Dissatisfied
 Average
 Satisfied
 Highly satisfied

21) Considering your complete experience working in this company, how

likely would you be to recommend a friend or family to join KWS

Middle East?

 Very unlikely
 Unlikely
 Average
 Likely
 Very likely

BIBILLOGRAPHY

1. PERSONNEL/HUMAN RESOURCE MANAGEMENT

-STEPHEN P.ROBBINS (Prentice-hall of India private ltd…, NEW
DELHI)

2. PERSONNEL/HUMAN RESOURCE MANAGEMENT -P.SUBBA RAO

(Himalaya publishing house, Mumbai)

94
3. HUMAN RESOURSE AND PERSONNEL MANAGEMENT -
K.ASVATHAPPA (Tata McGraw-Hill publishing company ltd…, New
Delhi)

Websites:

www.kwsme.com

www.google.com

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